The problem
What we do
When organisations become more successful, they often become harder to understand.
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
These may present as communications problems. Their cause usually sits deeper.
The coherence problem
The gap between what an organisation is becoming and how it is understood is what we call the coherence problem.
It tends to widen during growth, change and scrutiny. This is precisely when accurate understanding matters most.
Where clarity is absent, people do not leave the space empty. Internally, information vacuums fill with rumour, anxiety and competing interpretations. Externally, investors, customers, regulators and media construct their own account.
The organisation then finds itself managing narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
How we work
ArrowEye is a strategic communications advisory.
Traditional communications relationships often begin with a brief: something needs to be announced, positioned, promoted or protected.
We prefer to begin one stage earlier. Co-authoring the brief, we start with the organisation itself, its strategy, how it is currently understood and the challenges it expects to face.
We establish whether the organisation has a coherent account of what it is becoming: one that is accurate, durable and capable of withstanding scrutiny from multiple directions at once.
If it does, our role is to protect and extend it.
From there, we work across the communications disciplines required to make that understanding travel internally and externally.
This can include corporate positioning and strategic narrative; communications strategy; change and transformation communications; executive profile and thought leadership; media strategy and relations; sustainability communications; issues and reputation counsel; stakeholder communications; and the development of content and platforms that make complex organisations easier to understand.
Structure and activity follow strategy, rather than the other way around.
Embedded Mastery
We call our model Embedded Mastery: senior communications counsel close enough to understand the organisation from within, independent enough to challenge its framing, and present consistently enough to help shape decisions before they become announcements. It means sitting close to leadership and communications teams. Understanding the commercial and organisational context behind the brief. Asking questions that may change the brief itself.
It also means execution.
ArrowEye does not advise from the sidelines and leave clients to work out what happens next. Where the strategy calls for media engagement, leadership communications, content, stakeholder activity or campaign execution, we make it happen — drawing on a select group of specialists where additional expertise is required.
The conditions we work in
We are sector-agnostic. What connects the organisations we work with is not their industry but the nature of the challenge they face.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition, restructuring or changing leadership. The business has changed faster than the narrative has.
Scrutiny exposure
The organisation operates in a regulated environment, faces significant media or stakeholder attention, or is approaching a moment when how it is understood will have material consequences: a fundraise, sale process, transaction, regulatory intervention or public controversy.
Sustainability transition
The organisation is navigating environmental and social commitments, regulatory pressure or public scrutiny and needs a communications position that is ambitious, commercially grounded and capable of being defended.
Complex stakeholder environments
The organisation must be understood clearly and consistently by investors, regulators, customers, employees and media — audiences whose interests do not always align.
If you recognise your organisation in more than one of these, the coherence problem may already be present, whether or not it has been named.
How we engage
ArrowEye works primarily on a retained advisory basis.
Engagements are ongoing rather than campaign-led because organisational understanding needs to be managed as the business evolves and the environment around it changes.
We work with a small number of clients, typically eight to ten at any given time. This is a quality decision. The embedded model only works when relationships are close enough to matter.
Retainers begin at £8,000 per month. Engagements are typically structured as annual and multi-year relationships.
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we typically develop the strategic communications brief together.
If there is a fit, we proceed. If there is not, we will say so and, where we can, suggest who might be better placed.
What this means in practice
Clients describe working with ArrowEye as having a trusted strategist present when communications decisions are made.
Someone who understands the business well enough to challenge the framing. Who thinks about stakeholders the way a lawyer thinks about risk. Who can move between a leadership conversation and the practical communications work required to make the strategy real.
Present consistently rather than deployed occasionally.
That is the model.
It is for organisations that have decided how they are understood is a strategic priority.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
Together, they support Embedded Mastery: our operating model for working within leadership and communications structures rather than alongside them.
They are not standalone products. They are structured thinking developed through practice and applied according to the situation.
To understand the track record behind the model
Our work
→
To understand who leads the work
The principal
→
When you’re ready to have a conversation
Contact
→
ArrowEye Advisors Strategic communications advisory London
scotdevine@arroweyeadvisors.com
© ArrowEye Advisors 2026
The problem
What We Do
When organisations become more successful, they ironically become harder to understand.
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
These may present as communications problems. Their cause usually sits deeper.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
The coherence problem
The gap between what an organisation is becoming and how it is understood is what we call the coherence problem.
It tends to widen during growth, change and scrutiny. This is precisely when accurate understanding matters most.
Where clarity is absent, people do not leave the space empty. Internally, information vacuums fill with rumour, anxiety and competing interpretations. Externally, investors, customers, regulators and media construct their own account.
The organisation then finds itself managing narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
How we work
ArrowEye is a strategic communications advisory.
Traditional communications relationships often begin with a brief: something needs to be announced, positioned, promoted or protected.
We prefer to begin one stage earlier. Co-authoring the brief, we start with the organisation itself, its strategy, how it is currently understood and the challenges it expects to face.
We establish whether the organisation has a coherent account of what it is becoming: one that is accurate, durable and capable of withstanding scrutiny from multiple directions at once.
If it does, our role is to protect and extend it.
From there, we work across the communications disciplines required to make that understanding travel internally and externally.
This can include corporate positioning and strategic narrative; communications strategy; change and transformation communications; executive profile and thought leadership; media strategy and relations; sustainability communications; issues and reputation counsel; stakeholder communications; and the development of content and platforms that make complex organisations easier to understand.
Structure and activity follow strategy, rather than the other way around.
Embedded Mastery
We call our model Embedded Mastery: senior communications counsel close enough to understand the organisation from within, independent enough to challenge its framing, and present consistently enough to help shape decisions before they become announcements. It means sitting close to leadership and communications teams. Understanding the commercial and organisational context behind the brief. Asking questions that may change the brief itself.
It also means execution.
ArrowEye does not advise from the sidelines and leave clients to work out what happens next. Where the strategy calls for media engagement, leadership communications, content, stakeholder activity or campaign execution, we make it happen — drawing on a select group of specialists where additional expertise is required.
How we engage
ArrowEye works primarily on a retained advisory basis.
Engagements are ongoing rather than campaign-led because organisational understanding needs to be managed as the business evolves and the environment around it changes.
We work with a small number of clients, typically eight to ten at any given time. This is a quality decision. The embedded model only works when relationships are close enough to matter. Retainers begin at £8,000 per month. Engagements are typically structured as annual and multi-year relationships.
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we typically develop the strategic communications brief together.
If there is a fit, we proceed. If there is not, we will say so and, where we can, suggest who might be better placed.
The conditions we work in
We are sector-agnostic. What connects the organisations we work with is not their industry but the nature of the challenge they face.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition, restructuring or changing leadership. The business has changed faster than the narrative has.
Scrutiny exposure
The organisation operates in a regulated environment, faces significant media or stakeholder attention, or is approaching a moment when how it is understood will have material consequences: a fundraise, sale process, transaction, regulatory intervention or public controversy.
Sustainability transition
The organisation is navigating environmental and social commitments, regulatory pressure or public scrutiny and needs a communications position that is ambitious, commercially grounded and capable of being defended.
Complex stakeholders
The organisation must be understood clearly and consistently by investors, regulators, customers, employees and media — audiences whose interests do not always align.
What this means in practice
Clients describe working with ArrowEye as having a trusted strategist present when communications decisions are made.
Someone who understands the business well enough to challenge the framing. Who thinks about stakeholders the way a lawyer thinks about risk. Who can move between a leadership conversation and the practical communications work required to make the strategy real.
That is the model.
It is for organisations that have decided how they are understood is a strategic priority.
How we engage
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
Together, they support Embedded Mastery: our operating model for working within leadership and communications structures rather than alongside them.
They are not standalone products. They are structured thinking developed through practice and applied according to the situation.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
To understand the track
record behind the model
Our work
→
To understand who
leads the work
The principal
→
When you are ready to have a conversation
Contact
→
ArrowEye Advisors Strategic communications advisory London
scotdevine@arroweyeadvisors.com
© ArrowEye Advisors 2026
The problem
What We Do
When organisations become more successful, they ironically become harder to understand.
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
These may present as communications problems. Their cause usually sits deeper.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
The coherence problem
The gap between what an organisation is becoming and how it is understood is what we call the coherence problem.
It tends to widen during growth, change and scrutiny. This is precisely when accurate understanding matters most.
Where clarity is absent, people do not leave the space empty. Internally, information vacuums fill with rumour, anxiety and competing interpretations. Externally, investors, customers, regulators and media construct their own account.
The organisation then finds itself managing narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
How we work
ArrowEye is a strategic communications advisory.
Traditional communications relationships often begin with a brief: something needs to be announced, positioned, promoted or protected.
We prefer to begin one stage earlier. Co-authoring the brief, we start with the organisation itself, its strategy, how it is currently understood and the challenges it expects to face.
We establish whether the organisation has a coherent account of what it is becoming: one that is accurate, durable and capable of withstanding scrutiny from multiple directions at once.
If it does, our role is to protect and extend it.
From there, we work across the communications disciplines required to make that understanding travel internally and externally.
This can include corporate positioning and strategic narrative; communications strategy; change and transformation communications; executive profile and thought leadership; media strategy and relations; sustainability communications; issues and reputation counsel; stakeholder communications; and the development of content and platforms that make complex organisations easier to understand.
Structure and activity follow strategy, rather than the other way around.
Embedded Mastery
We call our model Embedded Mastery: senior communications counsel close enough to understand the organisation from within, independent enough to challenge its framing, and present consistently enough to help shape decisions before they become announcements. It means sitting close to leadership and communications teams. Understanding the commercial and organisational context behind the brief. Asking questions that may change the brief itself.
It also means execution.
ArrowEye does not advise from the sidelines and leave clients to work out what happens next. Where the strategy calls for media engagement, leadership communications, content, stakeholder activity or campaign execution, we make it happen — drawing on a select group of specialists where additional expertise is required.
How we engage
ArrowEye works primarily on a retained advisory basis.
Engagements are ongoing rather than campaign-led because organisational understanding needs to be managed as the business evolves and the environment around it changes.
We work with a small number of clients, typically eight to ten at any given time. This is a quality decision. The embedded model only works when relationships are close enough to matter. Retainers begin at £8,000 per month. Engagements are typically structured as annual and multi-year relationships.
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we typically develop the strategic communications brief together.
If there is a fit, we proceed. If there is not, we will say so and, where we can, suggest who might be better placed.
The conditions we work in
We are sector-agnostic. What connects the organisations we work with is not their industry but the nature of the challenge they face.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition, restructuring or changing leadership. The business has changed faster than the narrative has.
Scrutiny exposure
The organisation operates in a regulated environment, faces significant media or stakeholder attention, or is approaching a moment when how it is understood will have material consequences: a fundraise, sale process, transaction, regulatory intervention or public controversy.
Sustainability transition
The organisation is navigating environmental and social commitments, regulatory pressure or public scrutiny and needs a communications position that is ambitious, commercially grounded and capable of being defended.
Complex stakeholders
The organisation must be understood clearly and consistently by investors, regulators, customers, employees and media — audiences whose interests do not always align.
What this means in practice
Clients describe working with ArrowEye as having a trusted strategist present when communications decisions are made.
Someone who understands the business well enough to challenge the framing. Who thinks about stakeholders the way a lawyer thinks about risk. Who can move between a leadership conversation and the practical communications work required to make the strategy real.
That is the model.
It is for organisations that have decided how they are understood is a strategic priority.
How we engage
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
Together, they support Embedded Mastery: our operating model for working within leadership and communications structures rather than alongside them.
They are not standalone products. They are structured thinking developed through practice and applied according to the situation.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
To understand the track
record behind the model
Our work
→
To understand who
leads the work
The principal
→
When you are ready to have a conversation
Contact
→
ArrowEye Advisors Strategic communications advisory London
scotdevine@arroweyeadvisors.com
© ArrowEye Advisors 2026
The problem
What we do
When organisations become more successful, they ironically become harder to
understand.
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
These may present as communications problems. Their cause usually sits deeper.
The coherence problem
An organisation's success during growth depends on people's confidence, trust and
decisions. The gap between what an organisation is actually becoming and how it is
actually understood is what we call the coherence problem. It widens under pressure,
but is almost never formally measured. And it costs more than most leadership teams
realise until the moment it becomes urgent.
A regulatory inquiry. An acquisition announcement. A sustainability commitment that
invites scrutiny. A period of rapid growth that outruns the narrative. In each of these
moments, an organisation's ability to be accurately understood is not a communications
challenge. It is a strategic one.
Activity is not the same as understanding. In the organisations we work with, the gap
between what the business actually is and how it is actually understood tends to be
wider than anyone has formally acknowledged.
Where clarity is absent, people do not leave the space empty. Internally, information
vacuums fill with rumour, anxiety and competing interpretations. Externally, investors,
customers, regulators and media construct their own account. The organisation then
has to manage narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
Advisory, not agency
An agency manages outputs. It is retained to produce things — coverage, content,
campaigns — and measured against that production. The relationship is transactional by
design, even when the people involved are excellent.
An advisory manages understanding. It works at the level of narrative architecture,
stakeholder positioning and communications strategy. It sits close to leadership and
communications teams. It is invited into conversations that precede decisions, not
informed of them afterward. The relationship is embedded by design. We call this
Embedded Mastery: senior communications counsel close enough to understand the
organisation from within, independent enough to challenge its framing, and present
consistently enough to shape decisions before they become announcements.
In practice, this means we begin not by asking what needs to be communicated, but by
establishing whether the organisation has a coherent account of itself — one that is
accurate, durable and capable of withstanding scrutiny from multiple directions
simultaneously.
If it does, our role is to protect and extend it. If it does not, our role is to build one.
The conditions we work in
We are sector-agnostic. What connects the organisations we work with is not their
industry but the nature of the challenge they face.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition or restructuring. The story has changed faster than the narrative has.
Scrutiny exposure
The organisation is entering a period where perception carries material consequences. A fundraise. A sale process. A public controversy. A regulatory engagement.
Sustainability transition
The organisation is navigating ESG expectations, regulatory pressure or public scrutiny, and needs a communications approach that is credible rather than performative.
Complex stakeholders
The organisation must be understood clearly and consistently by multiple audiences simultaneously. Investors, regulators, customers, employees, media. Their interests do not always align.
How we engage
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
Our frameworks
ArrowEye has developed a set of proprietary frameworks and diagnostic tools that
underpin every engagement. These include the Coherence Evaluation, the Strategic
Narrative Method and the Scrutiny Readiness Assessment. Together, they support
Embedded Mastery — our operating model for working within leadership and
communications structures rather than alongside them. These are not standalone
products. They are the methodology underpinning every engagement, developed
through practice rather than in the abstract.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
The problem
What we do
The problem
What we do
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
When organisations become more successful, they ironically become harder to
understand.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
These may present as communications problems. Their cause usually sits deeper.
The coherence problem
The gap between what an organisation is becoming and how it is understood is what we call the coherence problem.
It tends to widen during growth, change and scrutiny. This is precisely when accurate understanding matters most.
Where clarity is absent, people do not leave the space empty. Internally, information vacuums fill with rumour, anxiety and competing interpretations. Externally, investors, customers, regulators and media construct their own account.
The organisation then finds itself managing narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
How we work
ArrowEye is a strategic communications advisory.
Traditional communications relationships often begin with a brief: something needs to be announced, positioned, promoted or protected.
We prefer to begin one stage earlier. Co-authoring the brief, we start with the organisation itself, its strategy, how it is currently understood and the challenges it expects to face.
We establish whether the organisation has a coherent account of what it is becoming: one that is accurate, durable and capable of withstanding scrutiny from multiple directions at once.
If it does, our role is to protect and extend it.
From there, we work across the communications disciplines required to make that understanding travel internally and externally.
This can include corporate positioning and strategic narrative; communications strategy; change and transformation communications; executive profile and thought leadership; media strategy and relations; sustainability communications; issues and reputation counsel; stakeholder communications; and the development of content and platforms that make complex organisations easier to understand.
Structure and activity follow strategy, rather than the other way around.
Embedded Mastery
We call our model Embedded Mastery: senior communications counsel close enough to understand the organisation from within, independent enough to challenge its framing, and present consistently enough to help shape decisions before they become announcements. It means sitting close to leadership and communications teams. Understanding the commercial and organisational context behind the brief. Asking questions that may change the brief itself.
It also means execution.
ArrowEye does not advise from the sidelines and leave clients to work out what happens next. Where the strategy calls for media engagement, leadership communications, content, stakeholder activity or campaign execution, we make it happen — drawing on a select group of specialists where additional expertise is required.
How we engage
ArrowEye works primarily on a retained advisory basis.
Engagements are ongoing rather than campaign-led because organisational understanding needs to be managed as the business evolves and the environment around it changes.
We work with a small number of clients, typically eight to ten at any given time. This is a quality decision. The embedded model only works when relationships are close enough to matter. Retainers begin at £8,000 per month. Engagements are typically structured as annual and multi-year relationships.
If there is a fit, we proceed. If there is not, we will say so and, where we can, suggest who might be better placed.
The conditions we work in
Sustainability transition
The organisation is navigating environmental and social commitments, regulatory pressure or public scrutiny and needs a communications position that is ambitious, commercially grounded and capable of being defended.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition, restructuring or changing leadership. The business has changed faster than the narrative has.
Scrutiny exposure
The organisation operates in a regulated environment, faces significant media or stakeholder attention, or is approaching a moment when how it is understood will have material consequences: a fundraise, sale process, transaction, regulatory intervention or public controversy.
Complex stakeholder environments
The organisation must be understood clearly and consistently by investors, regulators, customers, employees and media — audiences whose interests do not always align.
We are sector-agnostic. What connects the organisations we work with is not their industry but the nature of the challenge they face.
What this means in practice
Clients describe working with ArrowEye as having a trusted strategist present when communications decisions are made.
Someone who understands the business well enough to challenge the framing. Who thinks about stakeholders the way a lawyer thinks about risk. Who can move between a leadership conversation and the practical communications work required to make the strategy real.
That is the model.
It is for organisations that have decided how they are understood is a strategic priority.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
Together, they support Embedded Mastery: our operating model for working within leadership and communications structures rather than alongside them.
They are not standalone products. They are structured thinking developed through practice and applied according to the situation.
To understand the track record behind the model
Our work
→
To understand who leads the work
The principal
→
When you are ready to have a conversation
Contact
→
How we engage
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
The problem
What we do
When organisations become more successful, they ironically become harder to
understand.
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
These may present as communications problems. Their cause usually sits deeper.
The coherence problem
An organisation's success during growth depends on people's confidence, trust and
decisions. The gap between what an organisation is actually becoming and how it is
actually understood is what we call the coherence problem. It widens under pressure,
but is almost never formally measured. And it costs more than most leadership teams
realise until the moment it becomes urgent.
A regulatory inquiry. An acquisition announcement. A sustainability commitment that
invites scrutiny. A period of rapid growth that outruns the narrative. In each of these
moments, an organisation's ability to be accurately understood is not a communications
challenge. It is a strategic one.
Activity is not the same as understanding. In the organisations we work with, the gap
between what the business actually is and how it is actually understood tends to be
wider than anyone has formally acknowledged.
Where clarity is absent, people do not leave the space empty. Internally, information
vacuums fill with rumour, anxiety and competing interpretations. Externally, investors,
customers, regulators and media construct their own account. The organisation then
has to manage narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
Advisory, not agency
An agency manages outputs. It is retained to produce things — coverage, content,
campaigns — and measured against that production. The relationship is transactional by
design, even when the people involved are excellent.
An advisory manages understanding. It works at the level of narrative architecture,
stakeholder positioning and communications strategy. It sits close to leadership and
communications teams. It is invited into conversations that precede decisions, not
informed of them afterward. The relationship is embedded by design. We call this
Embedded Mastery: senior communications counsel close enough to understand the
organisation from within, independent enough to challenge its framing, and present
consistently enough to shape decisions before they become announcements.
In practice, this means we begin not by asking what needs to be communicated, but by
establishing whether the organisation has a coherent account of itself — one that is
accurate, durable and capable of withstanding scrutiny from multiple directions
simultaneously.
If it does, our role is to protect and extend it. If it does not, our role is to build one.
The conditions we work in
We are sector-agnostic. What connects the organisations we work with is not their
industry but the nature of the challenge they face.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition or restructuring. The story has changed faster than the narrative has.
Scrutiny exposure
The organisation is entering a period where perception carries material consequences. A fundraise. A sale process. A public controversy. A regulatory engagement.
Sustainability transition
The organisation is navigating ESG expectations, regulatory pressure or public scrutiny, and needs a communications approach that is credible rather than performative.
Complex stakeholders
The organisation must be understood clearly and consistently by multiple audiences simultaneously. Investors, regulators, customers, employees, media. Their interests do not always align.
How we engage
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
Our frameworks
ArrowEye has developed a set of proprietary frameworks and diagnostic tools that
underpin every engagement. These include the Coherence Evaluation, the Strategic
Narrative Method and the Scrutiny Readiness Assessment. Together, they support
Embedded Mastery — our operating model for working within leadership and
communications structures rather than alongside them. These are not standalone
products. They are the methodology underpinning every engagement, developed
through practice rather than in the abstract.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
The problem
What we do
The problem
What we do
Strategy multiplies. Stakeholders diversify. The business that was once straightforward to explain becomes layered. Yet the pressure to be understood intensifies rather than diminishes.
When organisations become more successful, they ironically become harder to
understand.
Investors, regulators, partners, media and employees all require a clear account of what the organisation is, what it stands for and where it is going. They rarely receive one.
The consequences are concrete. A regulator who misreads your transformation programme becomes an obstacle rather than a counterpart. Investors who cannot follow your strategy discount the equity. A sustainability commitment that outpaces your ability to explain it invites scrutiny. A leadership transition that unsettles confidence stalls decisions. An acquisition that makes sense internally looks opaque from outside.
These may present as communications problems. Their cause usually sits deeper.
The coherence problem
The gap between what an organisation is becoming and how it is understood is what we call the coherence problem.
It tends to widen during growth, change and scrutiny. This is precisely when accurate understanding matters most.
Where clarity is absent, people do not leave the space empty. Internally, information vacuums fill with rumour, anxiety and competing interpretations. Externally, investors, customers, regulators and media construct their own account.
The organisation then finds itself managing narratives it did not choose and may not recognise.
That gap is what ArrowEye exists to close.
How we work
ArrowEye is a strategic communications advisory.
Traditional communications relationships often begin with a brief: something needs to be announced, positioned, promoted or protected.
We prefer to begin one stage earlier. Co-authoring the brief, we start with the organisation itself, its strategy, how it is currently understood and the challenges it expects to face.
We establish whether the organisation has a coherent account of what it is becoming: one that is accurate, durable and capable of withstanding scrutiny from multiple directions at once.
If it does, our role is to protect and extend it.
From there, we work across the communications disciplines required to make that understanding travel internally and externally.
This can include corporate positioning and strategic narrative; communications strategy; change and transformation communications; executive profile and thought leadership; media strategy and relations; sustainability communications; issues and reputation counsel; stakeholder communications; and the development of content and platforms that make complex organisations easier to understand.
Structure and activity follow strategy, rather than the other way around.
Embedded Mastery
We call our model Embedded Mastery: senior communications counsel close enough to understand the organisation from within, independent enough to challenge its framing, and present consistently enough to help shape decisions before they become announcements. It means sitting close to leadership and communications teams. Understanding the commercial and organisational context behind the brief. Asking questions that may change the brief itself.
It also means execution.
ArrowEye does not advise from the sidelines and leave clients to work out what happens next. Where the strategy calls for media engagement, leadership communications, content, stakeholder activity or campaign execution, we make it happen — drawing on a select group of specialists where additional expertise is required.
How we engage
ArrowEye works primarily on a retained advisory basis.
Engagements are ongoing rather than campaign-led because organisational understanding needs to be managed as the business evolves and the environment around it changes.
We work with a small number of clients, typically eight to ten at any given time. This is a quality decision. The embedded model only works when relationships are close enough to matter. Retainers begin at £8,000 per month. Engagements are typically structured as annual and multi-year relationships.
If there is a fit, we proceed. If there is not, we will say so and, where we can, suggest who might be better placed.
The conditions we work in
Sustainability transition
The organisation is navigating environmental and social commitments, regulatory pressure or public scrutiny and needs a communications position that is ambitious, commercially grounded and capable of being defended.
Growth and change
The organisation is scaling, entering new markets, integrating an acquisition, restructuring or changing leadership. The business has changed faster than the narrative has.
Scrutiny exposure
The organisation operates in a regulated environment, faces significant media or stakeholder attention, or is approaching a moment when how it is understood will have material consequences: a fundraise, sale process, transaction, regulatory intervention or public controversy.
Complex stakeholder environments
The organisation must be understood clearly and consistently by investors, regulators, customers, employees and media — audiences whose interests do not always align.
We are sector-agnostic. What connects the organisations we work with is not their industry but the nature of the challenge they face.
What this means in practice
Clients describe working with ArrowEye as having a trusted strategist present when communications decisions are made.
Someone who understands the business well enough to challenge the framing. Who thinks about stakeholders the way a lawyer thinks about risk. Who can move between a leadership conversation and the practical communications work required to make the strategy real.
That is the model.
It is for organisations that have decided how they are understood is a strategic priority.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
Together, they support Embedded Mastery: our operating model for working within leadership and communications structures rather than alongside them.
They are not standalone products. They are structured thinking developed through practice and applied according to the situation.
To understand the track record behind the model
Our work
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To understand who leads the work
The principal
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When you are ready to have a conversation
Contact
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How we engage
From £8,000 per month
Engagements are typically structured as annual relationships with appropriate notice periods on both sides.
Retained advisory
Engagements are ongoing rather than project-based. The coherence problem is not solved by a campaign. It is managed over time, as the organisation evolves.
No pitch process
Most engagements begin with a conversation about the organisation and the challenges it expects to face over the next one to three years. From there, we develop the strategic communications brief together. If there is a fit, we proceed. If there is not, we will say so.
Eight to ten clients
At any given time, occasionally more, never significantly so. This is not a capacity constraint. It is a quality one. The embedded model only works when the relationship is close enough to matter.
Our frameworks
Through our work, ArrowEye has developed a set of frameworks and diagnostic tools that structure client engagements. These include the Coherence Evaluation, the Strategic Narrative Method and the Scrutiny Readiness Assessment.
The Coherence Evaluation
Strategic Narrative Method
Scrutiny Readiness Assessment
Embedded Mastery
Spokesperson Excellence
ArrowEye Advisors Strategic communications advisory London
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scotdevine@arroweyeadvisors.com